Page 0 L’approccio Gartner all’analisi e al miglioramento dei processi ICT Mariagrazia La Rosa...

L’approccio Gartnerall’analisi e al miglioramento dei processi ICT

Mariagrazia La Rosa

Gartner Italia, Solution Director

Convention itSMF Italia

Genova, 14 dicembre 2004

Client Issues

What converging global trends are encouraging IS organizations to adopt ITIL?

What best practices can accelerate ITIL implementation and help to successfully deliver benefits?

How can we combine and leverage different models?

How can we use ITIL as a basis for IT optimization?

Cost

Best Practiceon the Efficient

Frontier

Quality Low High

Low

B

Less ThanBest Practice

High

Source: Adapted from Michael Porter, "What is Strategy?” Harvard Business Review, November-December 1996

Michael Porter's "Efficient Frontier"

A

IS/ITRelevance

TCOITIL CMM

COBIT

Six Sigma

ISO 9000

National Awards(e.g., Baldrige)

Scorecards

Specific

Holistic

Low HighLevel of Abstraction

CMM = Capability Maturity Model

COBIT = Control Obj. for Information and Related Technology

eTOM = enhanced Telecom Op. Map

ITIL = IT Infrastructure Library

MOF = Microsoft Op. Framework

TCO = Total Cost of Ownership

BS15000 = IT svc. mgmt. standard

ISO 9000 = quality mgmt. standard

People CMM

BS15000

Lean (Toyota)

MOFeTOM

Which Process Improvement Model?

Why ITIL?

Mature, best practice framework A "de facto standard " (almost) Integrated, holistic set of processes Well-established training programs Corporate certification (BS15000) Support infrastructure in itSMF and consulting

Gartner View of ITIL

ITIL is a well established, easily accessible, affordable process model for IT service management that is built around a set of best practices. A well-established service and consulting industry has been built around ITIL, especially in Europe. ITIL is better known for its back-office operational process definitions than for its application management processes.

ITIL is based on defining best-practice processes for IT service delivery and support, rather than defining a broad-based control framework. ITIL is more-prescriptive about the tasks involved in those processes and, as such, its primary target audience is IT and service management. ITIL's structure enables incremental adoption, which facilitates continuous improvement.

ITIL has a much narrower scope than CobiT (Control Objectives for Information and Related Technology), but CobiT and ITIL are not mutually exclusive and can be combined to provide a powerful IT governance, control and best-practice framework in IT service management.

Source: Gartner Research

ResultProcess Step 1 Step 2 Step 3

… to a focus on end-to-end service delivery

Application Development DBAs

Network Technicians

Production Control

Desktop Technicians

Help Desk

From silos ...

Oops Break Missed Kludge Blame

Collaboration Consistency Reliability Efficiency

Multidisciplinary Team

Processes and Structure — Getting Focused on the Customer

Where Does IT Service Management Save You Money?

Direct Reduced cost of incident

resolution Reduced self-inflicted incidents

via integrated and reliable change

Increased productivity of IT staff Improved asset utilization and

life cycle management Reduced service cycle times End-to-end service cost

optimization Automation Improved risk management

Indirect Reduced peer support Standardization Consolidation Non-IT staff more productive Improved availability Managing appropriate

expectations Improved efficiency of security

and business continuity planning processes

Targeted training of users Improved IT governance Drives continual improvement

Combine CobiT and ITIL for Powerful IT Governance

Control Objectives for Information and Related Technology (CobiT) was originally an IS audit tool oriented to risk mitigation.

CobiT establishes what formal IS processes, practices and controls should be in place, and the minimum results they should predictably deliver.

ITIL and CobiT can combine well together. ITIL maps reasonably neatly into the CobiT high-level governance and audit framework, but although they are trying to achieve different things, they are not contradictory and have few interface problems.

CobiT is a complementary framework to ITIL. CobiT's processes and control objectives are segmented into four domains

– Planning and Organization – Acquisition and Implementation – Delivery and Support – Monitoring.

CobiT is based on established frameworks, such as the Software Engineering Institute's Capability Maturity Model, ISO 9000 and the Information Technology Infrastructure Library (ITIL).

Unlike ITIL, CobiT does not include process steps and tasks because it is a control framework rather than a process framework. CobiT focuses on what an enterprise needs to do, not how it needs to do it.

ITIL is based on defining best-practice processes for IT service delivery and support, rather than defining a broad-based control framework. ITIL is more-prescriptive about the tasks involved in those processes and, as such, its primary target audience is IT and service management.

Many of the CobiT processes — particularly those in the delivery and support domain — map well onto one or more ITIL processes, such as service level, configuration, problem, incident, or financial management.

The development processes of the two frameworks are not linked and both would benefit from closer collaboration. However, they are unlikely to contradict each other in any substantive way.

Combine CobiT and ITIL for Powerful IT Governance

Level 2: Repeatable• Solve problems based on experience• Heroic efforts

Level 3: Definable• Focus on defined processes• Problems viewed as unforeseen

circumstances Level 4: Manageable• Metrics and monitoring• Integrity of processes is audited

Level 5: Optimal• Processes are self-tuning• Training replacements is critical

Level 1: Ad Hoc• Problems come from

outside• Change is the enemy

Capability Maturity Model

CMM Assessment Key Process Area Rating

Gartner ICT Process Model

ICT Strategy Membership Integration EquityProgram Management

Relationship -Account Management

DemandManagement

Application SW ProductEngineering

Infrastructure Development & Support

Network & Systems Management

OperationsManagement

ICT Asset Management

Service DeskService LevelManagement

ProblemManagement

ICT Governance

Relationship and Demand Management

Service & System Integration

Application & Maintenance

Infrastructure & Operation Management

Service Management

SolutionIntegrationManagement

Service &System Integration

IT Optimization Assessment Processes and Costs

Program Management

Costs and Service Assessment

for IT Infrastructure

Process Assessment

Costs and Service Assessment

for Application Development and Support

Roadmap for

Impro-vement

Gap

Analysis

“As Is”

to Best

Practice

Recom-mendations

for

Impro-

vement

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

XYZ Peer - Avg Peer - Pctl_25 Peer - Pctl_75

Th

ou

san

ds

MPN

Unix

NT

Mainframe

ICT Infrastructure CostsTotal Spending

Total Spend for XYZ is $24.3M. This compares with a total spend of $18.8M for the peer, $18.0M for the Top Quartile and $29.1M for the bottom quartile.

(In-House Only)

Company Code

UnitCost

Full DB

XYZ

DB Avg

Industry Peer

PS

DS

TL

HP

GK

EB

CA

GG

BF

DW

FD

RF

TJ

AB

TH

YB

AH

FJ

WA

SK

JE

BL

DL

ET

PA

AA

BB

IB

AL

MB

FZ

JB

HB

AP

BH

SB

WF

WK

TC

KC

WR

PM

SH

BJ

TK

AD

SM

JN

JG

HJ

RD

PB

SL

JW

LA

AVG

TR

PN

SD

LB

JC

CY

JS

JT

JI

EP

HH

RJ

BS

TW

AZ

MR

CE

RR

KG

OR

GA

DR

BW

IND

LW

NL

BG

RH

FM

AC

GC

AE

WJ

RB

HF

EL

FC

SS

HW

JH

MM

0

500

1,000

1,500

2,000

2,500

1991 1992 1993 1994 1995 1996

Company Code

UnitCost

Full DB

XYZ

DB Avg

Industry Peer

TLFZ

BHRH

BFDW

TKRJ

EBJS

JBCA

AHGK

FDSB

APHF

IBSS

WJWK

PSDL

ORLW

HHFC

MBEP

THTJ

GABJ

PNTW

ALPM

ADJE

NLFM

YBAA

AVGJH

GGBL

RFFJ

PBSH

WALA

LBTC

KGJI

MRKC

GCJW

BSJN

JGSM

ABHB

INDDR

CEMM

RBSK

HJJC

HWCY

ELBG

AESL

0

500

1,000

1,500

2,000

Companies not using

packages for delivery

are excluded.

1991 1992 1993 1994 1995 1996

(Packages Only)

Company Code

UnitCost

XYZ

DB Avg

RBAL

AAAZ

MMHJ

JSRF

BLKG

AVGMR

GAWF

INDSL

CYGC

DRRR

SSEP

NLLB

TCTJ

JI

0

500

1,000

1,500

2,000

2,500

3,000

Companies not using

custom development for

delivery are excluded.

(Custom Developed Only)

Company Code

Full DB

XYZ

DB Avg

Industry Peer

UnitFP

FZ

JB

PS

TL

EB

BF

MB

CA

FD

GK

DS

HP

DW

GG

EP

TK

BH

RF

AL

AA

YB

DL

FJ

AH

TJ

TH

WK

HH

WA

AB

BJ

JE

BL

ET

IB

FC

SB

PA

SS

AP

PM

BB

HB

AD

MM

WF

SH

PN

KC

WR

HJ

TW

AVG

NL

JS

LA

PB

JG

SM

JN

LW

SK

JW

RD

RJ

KG

OR

MR

TR

SL

FM

SD

WJ

BS

JT

JI

AZ

JC

RH

GA

CE

DR

RR

CY

IND

BW

BG

RB

HF

LB

GC

AC

AE

TC

EL

HW

JH

0

200

400

600

800

1,000

1,200

1,400

1,600

1991 1992 1993 1994 1995 1996

(In-House, Packages and Custom Developed)

Application Development and SupportUnit Costs

0%

5%

10%

15%

20%

25%

30%

35%

Train

ing

Servi

ce M

odelSLM

Config. M

gmt.

Servi

ce D

esk

Tool

Other

Pro

cess

es

Servi

ces

Portfolio

Proje

ct M

anag

emen

t

Tools (software and hardware)

Consultants and Trainers

Internal People Costs

Case Study: ITIL Implementation Costs and Savings

■ The case focuses on a European IS organization. It has more than 300 IS staff, started its two-year program in 2001 and has spent around 2.6 million euros on it.

■ Results included a savings of nearly 3.5 million euros a year (approximately 7 percent of IS operating costs) through the identification of unused or underutilized resources like software licenses. This represented about 90 percent of the tangible savings formally identified to date.

■ The IS organization is now billing around 1 million euros (approximately 2 percent of total billings) for services that were being delivered but were not being charged for.

■ The IS organization's customer satisfaction rating went up from 6.8 to 7.6 out of 10.

Seek opportunities to learn from and copy best-practice processes.

IT service management will be a prerequisite for demonstrating business value. Success requires commitment and perseverance. Start now!

IT service management requires fundamental cultural and behavioral change. Pay careful attention to organizational change management issues.

Success in IT service management is based on repeatable processes. Use ITIL as the basis for IT operational processes and then focus on continually improving them.

Recommendations

Measure ICT costs and relate results to process analysis to find saving and improvement opportunities for optimization.

L’approccio Gartnerall’analisi e al miglioramento dei processi ICT

Mariagrazia La Rosa

Gartner Italia, Solution Director

Convention itSMF Italia

Genova, 14 dicembre 2004

Page 0 L’approccio Gartner all’analisi e al miglioramento dei processi ICT Mariagrazia La Rosa...

Documents

Transcript of Page 0 L’approccio Gartner all’analisi e al miglioramento dei processi ICT Mariagrazia La Rosa...